Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. If you continue browsing the site, you agree to the use of cookies on this website. See our User Agreement and Privacy Policy.

Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. If you continue browsing the site, you agree to the use of cookies on this website. See our Privacy Policy and User Agreement for details.

Vendor management7

1.
Vendor Management
multi vendor ecommerce platform
The fundamental idea of Vendor Management is to "Manage your vendors or they'll wind up managing
you!"
multi vendor ecommerce open source
Summary - A bold change of initiatives as well as an efficient use of database are the secrets of
successful Vendor Management. This provides an entire look at vendor activity and performance that is
crucial to have an efficient and cost-effective project. It helps in delivering a flexible, cohesive platform
for enabling, engaging, and evaluating your suppliers. Though there aren't any permanent solution/fixes
for enhancing performance, one can take specific steps to maximise effectiveness.
Often, we draw upon our experience to handle basic problems in vendor management. This white paper
lists these basic problems which an organization might face if it outsources work to vendors. Once this
paper is through, you are able to prepare a comprehensive checklist that may help you in getting the
best out of your vendors.
Vendor selection
The main thing is to figure out which vendors must be 'managed,' and which ones do not need
'management.' This might seem like an absurdity, but there's some truth to it. For instance, companies
might monitor purveyors of office supplies online for the best prices and basic service requirements, but
a deeper relationship is essential for strategic vendors who will deliver eLearning modules or content,
promptly and at the right cost.
A crucial step would be to choose the best vendor. Start with shortlisting vendors who have worked on
similar projects and also have a good history.
Finding talented and efficient vendors at reasonable prices can be challenging.
The implementation process begins well before the vendor is selected. The specifications should include
the optimum rollout approach, with key dates and implementation success criteria. The whole process,
from specification development to implementation, should be handled along formal project

2.
management software lines. In the outset, there must be a task Board that will undertake to complete
vendor evaluation. This Project Board also needs to have overall responsibility for that implementation
of the project, otherwise all the knowledge gained-and decisions made-during the seller selection could
well be lost.
The work Board should consist of perhaps no more than five managers who've probably the most to
gain and, therefore, will take an enthusiastic curiosity about the work. Almost certainly, there should be
representation from Personnel/Human Resources.
After you have found several technology-based vendors that interest you, gain as much basic details
about them as you can. Visit their Site, interact with them and review their work.
Once an initial short list of perhaps four to six vendors continues to be developed, the very first task is to
compare the various approaches from these vendors and finalizing around the best possible option. A
mandatory criteria is the budget and also the confidence the vendor has in meeting implementation
dates. What you should be looking for is the way the vendor communicates an awareness of the
requirements and just how these requirements is going to be met, as well as the manner in which the
seller team members cope with questions from the Board. Among the selection criteria can be-do you
feel confident with the seller team?
Another key considerations are:
o Experience: How many projects they have completed that are similar in size, scope, or happy to yours?
o Strength of Company: Have they got the financial resources and staff size to complete any project and
maintain it later on?
o Quality of labor: They have received professional awards, published articles in trade magazines, or
otherwise been recognized for their work?
o Resources: Does the vendor have full-time, on-site staff for those critical project tasks?
Based on Sue Welch, CEO of Trade Stone Software, a developer of worldwide sourcing and supplies
systems in Gloucester, MA, "Wherever possible, provide value to your vendors when you are asking
them to adjust to your business needs and requirements," she advises. "For instance, if you would like

3.
electronic invoicing, offer incentives such as prompt payment or instantaneous audit that can auto-
correct invoice discrepancies before submission."
o Figure out how well a vendor will solve problems in your project. This really is never easy. In the end,
any vendor will explain it has excellent problem-solving skills. Here are a few questions you should ask
prospective vendors that can help to let you know how well they can really cope with problems:
1. Do you know the problems that you've come across while working on similar projects previously?
2. How have you cope with those problems?
3. Have you manage to finish any project promptly?
4. Were you in a position to complete your project within the sanctioned budget?
o Value addition -- Search for vendors who think beyond their assignments and may increase the value
for their projects. That which you don't want is someone doing what they're told to complete, simply
because it's a area of the Media standards.
o Develop a Triumph Relationship using the Vendor
We don't want to wield a big stay with beat up vendors, but we want to create relationships that allow
both sides to work successfully in the long term. Creating a triumph relationship with the vendor is
required permanently results.
Here are some tips for developing a positive relationship with vendors:
Tip #1: Proposal Process
o The Request a Proposal is detailed in its specifications.

4.
o Along with prices, proposals specify the quantity and excellence of the press, interactivity, and
content.
o A fantastic option would be judged around the quality of the firm's work, strength from the company,
dedication to customer service, price, and excellence of the proposal, itself.
Tip #2: Only one Reason for Contact:
There must be just one reason for contact who coordinates between you and the vendor - the Project
Manager/Project Lead. Though each project has assigned associates, miscommunication becomes likely
when several folks are speaking with different levels of each organization. For instance, if the client is
experiencing a technical glitch or bug, it might make sense for that client's tech support team personnel
to talk directly using the vendor's most advanced programmer. However, the project manager from the
client and vendor should participate in this meeting or telephone call to make sure that prior
commitments or expectations are understood, action items decided, and timetables are positioned.
This helps in filtering right and clear information.
Tip #3: Regular evaluation through progress meetings:
After this simple checklist will help improve teamwork on a project. The seller ought to be reviewed at
regular intervals to ensure that all the troubles are solved at the initial stage. One can meet once or
twice a week on the project at the with time with the vendor and discuss the project status. It can also
include regular phone calls with the vendor and client. During these meetings, it's possible to evaluate
the projects making changes if needed. Also discuss the next step as well as an update around the
schedule. In-between, one can also make frequent calls to the vendor to re-check if the vendor needs
any information and that things are on schedule. This keeps the project moving smoothly.
Tip #4: Updated Project Report:
Regular updating of the project schedule should be maintained. The report could be a simple chart that
is frequently updated to ensure that one is conscious of the missed deadlines or early deadlines. This
allows you to plan at an early stage so as to overcome delays. As you behave as a mediator between the
client and the vendor, you should give a buffer before quoting a period towards the client.
Tip #5: Try to make all revisions on the prototype:

5.
The prototype is really a working module that includes the major sections of each part of your project.
We should try and work with this prototype, obtain the initial approvals and refine the look, the feeling,
and the usability from the interface. Examine, test, change, and eventually approve the colours, fonts,
menu structure, location from the navigation buttons, and interface metaphors. The interface ought to
be approved and locked-in before an essential part of the script is completed therefore the writers will
have a precise feeling of screen space while allocating text and specifying graphics.
Tip #6: Make all content revisions within the script:
After the prototype, the following major step in the production team may be the script or storyboard. It
is very important to examine the language, pictures, and sounds that will come in the final program.
Many clients give merely a cursory glance at this document after which end up requesting substantial
changes after the content has been implemented. It's very time-consuming and dear to change content
after it is implemented in the program. Unless there are obvious typos or mistakes in grammar, revisions
to content after it's implemented ought to be avoided.
o Improved Vendor Performance -- Transparency from the project between your vendor is extremely
crucial. It also helps you discover how you can create and leverage possibilities to improve vendor
performance.
o Get what you purchase - It is crucial the vendor offers the product/quality that was decided on and is
your requirement. The above mentioned tip helps you achieve it.
o Simply to remind you -- never accept vendors at face value. Analyze and test them at the level to build
a positive business relationship.
o Also notice that while you expect value spent having a vendor, the vendor can also be in the business
to create a profit and has to pay for overhead expenses that won't seem obvious for you or your staff.
Notify your vendor know you are looking at a mutually profitable relationship.
o Use your vendor representatives as a source of information and advice. However, be respectful of the
time the vendor's representative spends along with you. Keep in mind that time is money for of you.

6.
o Listen to your vendors -- Companies may be wasting their energy if they put specific segments of their
business out to bid. Instead, Verticalnet's Habig suggested that better strategic answers are achievable
when companies let their vendors invest in the various components of their business they want the
most.
Popular features of Vendor Management:
o Helps streamline, simplify and standardize your workforce processes
o Allows you to increase vendor quality, and helps you are making better-informed workforce decisions
o Enhances efficiency and helps you manage risk
o Reduces costs by helping you lower vendor rates, eliminate maverick spending and manage headcount
to budget
o Enables you to concentrate on strategic human resource functions without the headache of managing
E-learning modules/application